When anxiety runs unchecked in high-stakes sectors, it manifests as imposter syndrome, decision paralysis, and presenteeism. These aren’t character flaws – they’re capacity warning signs. And when you run million-pound strategies through teams operating in survival mode, sustainable high performance becomes impossible.

For many employees, wellness and wellbeing programmes can either feel like box-ticking exercises from the company or something to address once burnout has happened. I work with leaders in high-consequence organisations – where clarity under pressure determines outcomes – building the sustainable performance capacity their people need to access their full capabilities.